If the lack of attendance or tardiness continues, you may run out of warnings or remedial actions cited in the worker guidebook. And, you now can hire a productive worker that will help the company instead of hurting it. If the employee is facing unbearable conditions (such as wrongful harassment or any of the wrongful reasons in Chapter 2), the employee may still resign and sue you for constructive discharge and illegal lay off. He should pay both the employee-paid share and firm-paid share of his health insurance premium. What You should Know When Managing Problem employees. Let personnel know you have access to their emails, as this is a common way of spreading rumors. If the difficult employee is always late to work or with her assignments, then get her some formal time management training. Make all efforts to keep your evidence factual, objective and accurate. If it is not all ready known, then they will handle meekly what can sometimes be hard to communicate for a boss. When you have a disgruntled worker, you must carry out the jobholder separation method suitably. For you, the boss, it means happier and more productive personnel.

For example, if the disgruntled employee is routinely late arriving to work, production may cease altogether as the other workers wait for the worker to arrive. If the policy has no such clause then you can go ahead and use the jobholder separation notice. A good discontinuance package says a great deal about the humanity of a company supervisor. If you make this a compulsory transfer, the employee could quit, claim constructive discharge and still sue you for improper layoff. For example, suppose you layoff someone for theft after a proper investigation and review of the substantiation.